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Strategy Perception: A Qualitative Study of Perception Differences and Similarities
Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
Jönköping University, Jönköping International Business School, JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership).
2011 (English)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Strategy is an important part of any business. To become successful, a company must put a lot of effort into creating a strong and feasible strategy. To eliminate problems to follow the strategy it should be clear and jointly formulated. However, a problem could still be that the strategy is perceived and understood differently by managers and em-ployees within the company. This could implicate issues because these persons are ex-pected to follow the strategy and adopt their plans according to it. In this study we in-vestigate how the perceptions of a strategy differ among employees within an organisa-tion. This study is made with Yoigo, which is a Spanish telecommunication company that recently finished the creation of a new strategy.In this research, a qualitative method was used to collect primary data. Highly standard-ized and open interviews were conducted in Madrid at the Yoigo headquarter. In addi-tion, observations were used as primary data in order to better answer our research ques-tions and to fulfil our purpose.Our results indicate that there are significant differences and similarities in employees’ perception of the strategy. This study also concludes that a company’s internal envi-ronment could affect employees’ strategy awareness. We tested the perception of strat-egy through four different perspectives. The first three are customers, competitors and corporation; these perspectives are pointed out as key factors to a successful strategy (Ohmae, 1982). The fourth perspective was to investigate how perceptions differed in terms of the strategy formation process. Our major findings are that employees’ percep-tions regarding competitors and the strategy process are highly coherent while the op-posite is found about customers and corporation.

Place, publisher, year, edition, pages
2011. , 70 p.
Keyword [en]
Strategy, Strategy Perception, Strategy Awareness, Strategy Process, Strategy Formation, Cognitive Style, Yoigo
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-16120OAI: oai:DiVA.org:hj-16120DiVA: diva2:442550
Uppsok
Social and Behavioural Science, Law
Supervisors
Examiners
Available from: 2011-09-22 Created: 2011-09-21 Last updated: 2011-09-22Bibliographically approved

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JIBS, ESOL (Entrepreneurship, Strategy, Organization, Leadership)
Business Administration

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CiteExportLink to record
Permanent link

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Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf